2

* A room large enough to accomodatesix family groups and the market stall

* Floor or table space for each group

* About 100 sheets of paper (A4 size,use scrap if possible)

* 7 cardboard shoe ‘models’

* Six of each trademark: A B and C

* 10 pairs of scissors

* 10 pencils

* 16 felt pens (just 2 colours, 8 of each)

* Role cards for each group

* Money:100 x 10 intis,

50 x 50 intis, 40 x 100 intis, 15 x 500 intis

* Large diagram of the three different shoe types

* A whistle or bell

One and a half hours, includingintroduction and debriefing.

The game is suitable for those aged 13and upwards. It needs a minimum of16 people, and we suggest not morethan 40.

The aim of this game is to help the players understand how it is stillpossible to be poor even if you work hard for a living. The game is set inan imaginary Latin American shanty town, where small family businessesare making training shoes to sell to the local market. Their aim is to makeends meet. However the country itself is in economic crisis and inflationis rocketing. How will they survive?

Sean

Haw

key

Gutierrez and Vargasfamilies: 1 set each of the following:

Trade marks A and C1 model training shoe2 scissors4 pieces of paper2 pencils15 x 10 intis,

3 x 50 intis1 ‘Family Workshop’ role card

Hernandez and Roblesfamilies:1 set each of the following:

Trade marks A and B1 model training shoe2 scissors2 pieces of paper1 pencil10 x 10 intis,2 x 50 intis

1 felt pen1 ‘Family Workshop’ role card

Gomez and Garcia families:1 set each of the following:

Trade mark A1 model training shoe1 scissors1 piece of paper1 pencil5 x 10 intis, 1 x 50 intis1 ‘Family Workshop’ role card

Mercado central (Market)50 sheets of paper2 x trade mark ‘B’4 x trade mark ‘C’12 felt pens10 x 10 intis, 20 x 50 intis,30 x 100 intis, 10 x 500 intis1 role card1 model training shoe

Money lender10 x 10 intis, 10 x 50 intis,10 x 100 intis,

5 x 500 intis1 role card1 felt pen

Cost-of-living collector1 role card1 felt pen

LeaderInstruction leafletWhistle or bellPoster showing shoetypes

3

1. Introductory activity (10-15 minutes)

2. Explaining the game(roles, rules etc. 5-10minutes)

3. Playing the game (30-35minutes)

4. Debriefing and discussion(30 minutes)

1. Arrange the room so thateach family has table orfloor space in which towork. The market stallneeds a separate table, if possible slightly awayfrom the families.

2. Display the postershowing the differentshoe types on the wall.

3. Work out how you willdivide up the group:

Each family workshop: 2 to 6 people

Mercado central: 1-3 people

Money lenders: 1-2 people (no table needed)

Cost-of-living collectors: 1-2 people (no table needed)

4. Make sure you have readall the role cards andinformation about how toplay the game.

4

Use one of the followingintroductory exercises toget the group thinking (5-10 minutes).

A. In groups of 4-6, askparticipants to think aboutthe following questions:

Which trainers are ‘in’now? What makes themspecial? How much do theycost? Why do people buythem? Where are theymade? (See backgroundinformation here) Whogets the profit from them,do you think?

B. Divide people into thegroups they will be in forthe game. Ask them toimagine they are a familyliving in a shanty townsomewhere in LatinAmerica.

Who are you? What areyour names? What is therelationship between you?What might your home belike? Where do you getwater from? (New shantytowns might get waterfrom a nearby standpipe,or a water lorry. Moreestablished shanty townsare more likely to havewater piped to the homes).Do the children go toschool? Do they work?

1. Divide the large groupinto the different roles. Anyextra helpers can assist themarket, be observers, or actin a ‘policing’ role duringthe game.

2. Read out the followingintroduction: “We’re goingto play a game in whichwe’re all people living in animaginary Latin Americanshanty town. Most of uswill be family workshopswho make training shoesfor a living. They will buyand sell shoes and materialsfrom the market here(indicate where it is). Theycan make three differentbrands of training shoes onthe market which areshown here (indicatediagram on the wall). Theaim is to make enough topay the rent, buy food andsend your children toschool. We also have rentcollectors and moneylenders living in our shantytown. Now open yourenvelope and look at your“role cards”.

3. After a few minutes,check to see that everyoneunderstands their role.Remind the families thatthe shoes they make mustbe in matching pairs, with aproper ‘trademark’.

4. Introduce the peopleplaying the Money Lenders.Explain that they are hereto help them if they need abit of money to get theirbusinesses off the ground.

5. Introduce the Cost-of-Living Collectors. Explainthat the money they pay isnot just rent, but money for

food, clothing and otherbills. If they fall too farbehind in their payments,that means that the familyhas not bought any food,and could well be starving.

6. Tell all the groups thatduring the game, fiveminutes equals one week inthe life of the shanty town.Each new week will beindicated by the whistle-bell.The game will last six weeks(or thirty minutes).

7. Show them a specialsignal (eg two whistles)which means that there isan important announce-ment, and they should stopand listen, as it may affecttheir business.

8. Finish by explainingthe ‘Rules of Play’:

* No one may use anyequipment not provided inthe envelopes. Any illegalequipment will beconfiscated .

* No fighting or stealing.* The cemetery! The

game leader reserves theright to send any player tothe cemetery. This canhappen when:

(a) a family has not paidits bills (and therefore oneof their number has died ofmalnutrition/illness) or

(b) a player is involved inviolence (and has been shotdead by the security forces).

Once in the cemetery,you have to stop playingyour role, and become anobserver instead.

* The decision of theleader is final.

9. Check that everyoneunderstands the game.

10. Sound the whistle-bellto start the game,announcing “Week One”

1. You might want to askan adult leader to act as anobserver and help with thedebriefing by reporting onbehaviour of the players, orcomments made during thegame.

2. Keep an eye on thetime, and remember tosound the signal at the endof each five minutes. At theend of each ten minutes, usethe special signal to signify a round of inflation,explaining that prices are now doubling.

3. Keep an eye on theCost-of-Living Collectors. If afamily is falling behind onpayments, you could:

(a) make sure the moneylenders know, andencourage the family to takeout a loan to help themthrough the bad times.

(b) send the bailiffs in (usean adult leader) to removekey equipment from thegroup, giving the reason. In dire circumstances, youcould order the family to be evicted on grounds ofrent arrears.

(c) notify the family that,since they haven’t boughtany food for ‘X’ weeks, oneof the family members isvery sick (and needs urgentand expensive medicalattention), or has died ofmalnutrition. The familymember is ‘sent to thecemetery’, which, in terms ofthe game, means he/shebecomes an observer.

4. If the Rent Collectorreports that all families have

5

Sean

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ue

paid up, you might want tomake things a bit moredifficult for them. Forexample, you couldannounce the following: Inorder to pay interest on itsinternational debt, thegovernment has removedsubsidies on food. Rentprices increase immediatelyto ‘X’ Intis.

5. Keep an eye on theMarket. Depending onwhich shoes most peopleare making, or whichtrademarks might still besold to the families, youmight want to make anannouncement:

(a) Because of surplusproduction of trade mark‘X’, the price offered on that shoe is immediatelyhalved, and the price forshoe ‘Y’ is doubled.

(b) News has come in that Shoe ‘X’ has suddenlybecome very fashionable anddemand has increased. Theprices offered for that typehave doubled. (Or you couldoffer more money for shoeswith a particular colour ortrademark).

(c) In order to improvecompetitiveness, thegovernment has removedimport taxes on trainingshoes. Taiwan is nowexporting thousands ofpairs of cheap trainingshoes to your country. In order to compete, themarket is halving theprice it is willing to payfor each pair.

Buying Weeks Weeks Weeks 1 & 2 3 & 4 5 & 6

Shoe A 50 80 120Shoe B 50 90 130Shoe C 50 100 150

SellingTrade mark 50 100 200Felt tip pen 50 100 2001 sheet paper 50 100 200Scissors 50 100 200

6

FAMILY WORKSHOPYou are a Peruvian family making training shoes in a small workshop.

You have certain materials in order to make the shoes. If you need more materialsyou may buy them from the ‘Mercado Central’ (market) at the current prices. USE ONLYMATERIALS BELONGING TO THE GAME. If you want to know what is available and theprices for buying and selling you may ask at the market. However due to rapid inflationprices are subject to change.

To make the shoes you cut out paper shoe shapes using the model training shoe andadd a trade mark of your choice by tracing it through from a template.

The market will only accept shoes of good quality and in pairs (ie a right and a left shoe!)and will pay you according to the current price for the brand of shoes you have made.

Every ‘week’ you have to buy food etc for your family at the current prices. (For thepurposes of this game, a week is five minutes.) A ‘Cost-of-Living Collector’ will comeevery five minutes to collect this money. The money you pay covers all your basic needs:food, clothing, shelter etc. If you need to borrow money to pay bills or buy extramaterials, money lenders will be available. Watch out for the special signal which mightindicate a rise in inflation or rent, or a special announcement. On hearing this signal,please stop what you are doing and listen.

Your objectives are:

• To make enough money to feed and clothe your family

• To make some extra to send your children to school, pay for medical bills, build a house etc.

MERCADO CENTRAL (CENTRAL MARKET)In the ‘Mercado’ there are many buyers and sellers. For the purposes of the game, all

of them are represented by you.

You sell ‘leather’ (paper) and other raw materials to families that need them. You alsobuy completed training shoes from them at the going price. To be acceptable to you,training shoes must: (a) be in pairs (b) match the shoe model very closely. Suggestedprices are shown on the table below. In your country there are serious problems withinflation. Every two weeks (eg every second whistle), the prices change according to theprice list. You might want to make a price list for display for your customers, showingthe current prices in the market. Amend it each time the prices change.

If you start to receive too many of one brand of shoe, you may want to alter the pricepaid for it, or increase the price you’re willing to pay for another brand. Ask the gameleader to make an announcement.

Gutierrez Vargas Hernandez Robles Gomez Garcia

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Loaned (amount) Paid back (amount)

Gutierrez

Vargas

Hernandez

Robles

Gomez

Garcia

7

MONEY LENDERYou lend money to people who need it, at high rates of interest. Your objective is tomake as much money as possible. Be persuasive!

You might need to offer very favourable terms to begin with, to encourage people toborrow. eg Low interest for the first 5 minutes. Insist on loans being repaid. If theydon’t pay you back, raise the interest - inflation is very high, so you need to chargeenough to make a profit. Be ruthless!

Example: Offer to lend 100 Intis for a week (5 minutes) if you are paid back 110 (10%interest). If they can’t pay you back, then give them another week (say at 50% interest)to pay. That means they owe you 110 for the first week, plus another 65 in interest onthe second week: 175 Intis in total).

Feel free to accept payment ‘in kind’, such as shoes or equipment which you mighttry to sell on to the market or to other families.

Keep a record of who owes what.

Suggestions: You may want to offer different rates to different families, depending onhow you see their ability to pay back. Families who are falling behind on payments maybe “high risk”, but others who seem to be able to make their payments could be “lowrisk”. Eg. For 100 Intis borrowed:

Low risk - total debt is 125 Intis (25% interest) Medium risk - total debt is 140 Intis (40% interest) High risk - total debt is 150 Intis (50% interest)

COST-OF-LIVING COLLECTORS You represent all the people who sell things to the average family: food, clothing,

electricity, water etc. For their convenience they can pay you for all these goods andservices. You collect from each family every week. For the purposes of this game, oneweek is five minutes.

However, inflation is running very high in your country, so the prices you chargeregularly increase. Every second whistle or bell, double prices immediately. Prices mayalso change following an announcement from the game leader.

The starting price is 100 Intis per week.

Keep a record of how much each family has paid. If a family hasn’t paid for twoweeks or more, inform the game leader.

As with most simulationgames, the debriefing orreflection at the end is insome ways the most importantpart and should not beomitted. It clarifies what hasbeen learnt and it is a goodidea to give them a fewminutes to quieten down,reflect alone on their role inthe game. Remind them thegame is over!

1. Go round each of thefamilies to find out how theyfared in the game. Ask themand the Cost of-LivingCollectors/Money Lenders toanswer the following questions:

How much money do you have? How much is owed to theCost-of-Living Collector? How much is owed to theMoney Lenders?

2. Did any family manage tomake ends meet? How? (Or whynot?) Did families help eachother to survive? Why/why not?

3. Ask the group as a whole:Did you feel you had controlover your livelihoods? Howdid you cope with inflation?What do you think theinflation was caused by? Whowas in control?

4. Things you might be ableto draw out include:

l You can work hard and stillbe poor

l Very often people havelittle control over what ismaking them poor (eginternational debt, or termsof trade)

l That the situation of peoplein poor countries is madeworse by the conditions forrepayment of debts set bygovernments and theInternational Monetary Fund

l That the families were beingencouraged to competewith each other, rather thanwork together, and thatultimately this wasn’t intheir interest

l That people are often driven to do things (eg steal) through sheerdesperation.

5. You can use the casestudy and information toexplain how these things canhappen in real life.

6. Divide back into smallgroups for more generaldiscussion. Ask them toconsider some of the followingpoints: What might you do tosurvive, if you were really inthat situation? (ie if inflationwas so high that, no matterhow hard you worked, it wasalmost impossible to make aliving). What could have beendone to improve the situationof the families? eg. what canfamilies and communities dofor themselves?

Use the information onpages 9-11 to assist youwith the discussion.

8

The Trading Trainers game is basedon the experiences of a youthworker living in Peru. Peru doesn’tmake training shoes for the UKmarket, but the problems of debt,poverty and high inflationexperienced in the game are veryreal in the lives of Peruvians. Sincethis game was devised much of themanufacturing of trainers hasmoved to South East Asia, wherethere is even less support for therights of workers to a fair wageand living conditions.

Peru and Debt Peru is among the most indebtedcountries in Latin America. TheWorld Bank’s most recent figures atthe time of writing put its debt atUS $29.8

1 billion, which was an

equivalent of $1116.10 for everyman, woman and child in thecountry (2002). In 1990, whenPresident Alberto Fujimori cameinto power, he urgently needed tofind $600 million a year in debtrepayments. The World Bank,International Monetary Fund andInter-American Development Bankadvised the government torestructure the economy, boostexports and cut state and socialservices: food subsidies wereremoved, the prices of gas,electricity, transport, water andtelephone calls were raised.Reducing subsidies and raisingprices would mean that theGovernment would get moremoney in revenue and spend lesson services allowing it to pay offmore debt. Overnight the numberof Peruvians living in povertydoubled, and families found italmost impossible to make endsmeet2. The number of soupkitchens organised by Lima’s churchcharity CARITAS doubled from1,300 serving 541,000 people to2,400 serving more than a millionpeople. In mid-1992 the minimumwage in Peru was US $72 a month,but a poor household wasestimated to need $350 a month tomake ends meet. 90% of workingPeruvians at that time earnedbelow the minimum wage, and hadno access to social security or

health benefits. Government health spending in1994 amounted to just $17 forevery Peruvian, By 2002 Healthspending had risen to $97 perperson compared with $72.4 fordeveloping countries and $1,835per person in the UK. Governmentspending on Education hadsimilarly risen to 4.5% of GDP.1

Inflation and the IntiThe inti, the currency used in thegame, is one of the shortest livedcurrencies ever known. It was avictim of hyperinflation - inflationgone wildly out of control - whereprices change by the hour, andcurrencies spiral towardsworthlessness. Apocryphal tales ofhow hyperinflation affects ordinarypeople abound in Bolivia and Peru- like the time people discovered itwas cheaper to use money as toiletpaper than to buy toilet paper. Orthe man who went shopping withhis money in a wheelbarrow -when he came out of the shop hefound that a thief had stolen thewheelbarrow, but left the moneyscattered on the pavement. The oldPeruvian currency was called thesol, which means sun - a symbol ofpower in ancient Inca tradition. In1986 spiralling inflation had madethe sol almost worthless, so thegovernment decided to start again- overnight one thousand solbecame one inti.

However the inti soon began todevalue like the sol before it. Whenfirst produced in 1986, 500,000 intiswould have bought a very nicepenthouse flat in Lima - by 1991 itwould only buy a cheese sandwich.In one week in August 1990, theprice of gasoline went up 3,039%.Potatoes, carrots, milk and beanswent up 320-360%. Total annualinflation for 1990 was 7,650%. Therich exploited the situation bytrading in US dollars instead ofintis, but the poor found itimpossible to make ends meet, letalone save money. The poor do nothave inflation linked wages and areoften in a weak negotiatingposition as the economy declines

and jobs are harder to find. Therich are better placed to haveinflation linked salaries.

In 1991, the government crossed sixnoughts off the end of the inti, andcreated the Nuevo Sol, which is stillthe Peruvian currency today. By1995, a series of tough economicmeasures had brought the level ofinflation down to 10.2% and in2001 prices rose by just 3.7%. Thisslow down in inflation broughtsome relief especially to people onlower incomes. However, in the1990s, the government’sprivatisation policies and policies toattract investment led to therestriction of labour rights and theloss of an estimated 750,000 jobs.Meanwhile Peru’s external debt hascontinued to increase to unpayablelevels.

While high inflation rates havebeen brought under control inPeru, they continue to be aproblem in other developingcountries around the world.

Peru, Debt and Inflation

9

1 World Bank Peru Data Profile

2 UNDP – Peru Development Report 2002http://www.pnud.org.pe/idh/idh03_cap2.pdfThe number of people in Peru who couldonly afford to meet their basic food needsrose from 3M in 1986 to 5.3M in 1991. By 2000 this had fallen back to 3.7M peoplebut wider poverty indicators which includerent and clothing needs continue to rise.

Peru factfileCapital: Lima

Population: 26.4 million

Languages: Spanish, Quechua,and Aymara

Religion: mostly Roman Catholicplus indigenous religions

Exports: copper, metal ores,animal feed, petroleum

Life expectancy: 69.8 years

Infant mortality rate: 30 per1,000 live births

73 doctors per 100,000 people

40% of urban and 65% of ruralpopulation live in poverty

10

who feel no obligation, and everydisincentive, to pay attention tothe working conditions of theiremployees. Multinationals are ableto take their business wherever inthe world they can get the bestdeal. This means that the sub-contractors in Asia and elsewhereare competing against each other,and as a result wages and workingconditions can fall below a levelwe would consider acceptable inorder to reduce costs of makingthe trainers and thus make abigger profit.

As consumers, we have power todecide how to spend our moneywisely. We can let companies knowthat as well as quality and cost, weare concerned that the people whomake the products we buy are notbeing exploited. CAFOD andChristian Aid are working toencourage manufacturers andsuppliers to adopt Codes ofConduct for the way they operate,to ensure a greater level ofequality and dignity for workers indeveloping countries. Only bycreating a demand in the UK formore fairly traded products willcompanies change their practices inthe Third World.

Many companies now have suchCodes of Conduct, but they are notall being independently monitored,and in many cases the conditions insub-contracted factories can fallbelow the levels set out in theCode. CAFOD, Christian Aid andother agencies have set up theFairtrade Foundation, anindependent advice and monitoringorganisation. Some products nowcarry the Fairtrade Mark, whichguarantees a better deal forproducers in developing countries.To find out more about how tosupport fairer trade, and aboutspecific products, the followingorganisations may be useful.

In 1996 Christian Aid launched acampaign called the GreatSupermarket Till Receipt Collection.Supporters used their till receiptsas a symbol of their support forethical trade and called onsupermarkets to guarantee betterconditions for thousands ofworkers in developing countries.

Over £17 million worth of tillreceipts were handed in tosupermarkets in two years.

In 1998 CAFOD launched it’s CleanClothes Campaign, askingsupporters to check with the shopsthey bought their clothes from thatthe workers who made the clotheshad decent working conditions.

These campaigns led to the launchof the Ethical Trading Initiative (ETI)(with government support) in 1998.

The Ethical TradingInitiative (ETI)The ETI is a group of businesses,unions and campaigningorganisations (including CAFODand Christian Aid) that are workingtogether to improve the conditionsfor companies’ overseas suppliers.

All the companies involved haveadopted a code of conduct thatguarantees certain minimumconditions such as a living wage,safe working conditions and nounfair discrimination.

To find out more, visit www.ethicaltrade.org

The Trade JusticeCampaignBoth CAFOD and Christian Aid arefounder members of the TradeJustice Movement, which iscampaigning for trade justice - notfree trade - with the rules weightedin favour of poor people. The TradeJustice Movement is a fast growinggroup of organisations includingaid agencies, environment andhuman rights campaigns, fairtradeorganisations, faith and consumer groups.

The movement is supported bymore than 50 member organisationsthat have over 9 million members,and new organisations are joiningevery month.

The Trade Justice Movement iscalling on world leaders to:l stop forcing poor countries to

open their markets and allowthem to support their owntraders;

Trading TrainersFactsThe companies who promotemost of the brand names weknow - Nike, Reebok, Adidas,Puma, HiTec - do not actuallymake the shoes. They have foundthat it is much more profitable tosub-contract production tofactories in developing countries,mostly in Asia.

Despite competition betweenbrands in the UK, it is notunusual to find Nike, Reebok andAdidas shoes being made side byside in the same factory.Countries which supply shoes tothe sports companies include thePhilippines, Thailand, China,Indonesia and Vietnam.

A typical pair of trainers sells inBritain for £50. The 40 or sofactory workers in the Philippineswho made that shoe will sharejust over £1 of that pricebetween them.

In 2000, Nike signed a £300mdeal with Manchester Unitedwhich gave it rights to all of theclub’s merchandise. In 2003, Nikeannounced third quarter resultswith sales up 6% to $2.4bn(£1.4bn) and profits of $125m.Annual sales are forecast to be$10.6bn. (Figures from MediaGuardian website).

Adidas – Net sales for 2002 were5.1 million Euros (figure fromAdidas-Salomon website).

Just Work– Fair PlayIndividual companies areresponsible for the workingconditions of their employees -health and safety, wages and theright to free association. Largemultinational companies haveboth power and resources toensure acceptable standards,however they are typically moreconcerned with quality, cost andefficiency. Avoiding theirresponsibilities as employers, thelarge multinationals often sub-contract to smaller companies

11

l introduce legally bindingregulations for big business;

l stop rich-country protectionismthat hurts the poor;

l ensure trade policy is made in afair and democratic way.

To find out more about the TradeJustice Movement, see www.tradejusticemovement.org

For more information aboutCAFOD’s Trade Justice campaign: www.cafod.org.uk/get_involved/campaigning

And for Christian Aid’s campaign:www.christian-aid.org.uk/campaign/index.htm

Finding out about theproducts we buyThe Ethical Consumer(www.ethicalconsumer.org) aquarterly magazine containingproduct and company information,details of current boycotts andnews and views on fair tradeissues. Available by subscriptiononly from:ECRA Publishing Ltd, 5th Floor, 16Nicholas Street, Manchester Ml 4EJ.

The Fairtrade Foundation(www.fairtrade.org.uk) anorganisation offering advice tocompanies and consumers, whichalso monitors and awards theFairtrade Mark:7th Floor Regent House, 89Kingsway, London WC2B 6RH

Traidcraft (www.traidcraft.co.uk)one of several UK companiessupplying a range of food, clothes,furnishings and gifts sourced fromworkers’ cooperatives and fair tradeorganisations in the Third World:Kingsway, Team Valley TradingEstate, Gateshead, NEll ONE.

Labour Behind the Label(www.labourbehindthelabel.org) isa membership organisation whichbrings together pressure groups,trade unions and individuals insupport of garment workersefforts to improve their workingconditions and wages.

The Clean Clothes Campaign(www.cleanclothes.org) is acampaigning organisation whichaims to improve workingconditions in the garment andsportswear industry.

About CAFOD CAFOD is one of the UK’s majordevelopment and relief agencies,expressing the concern of theCatholic community in England andWales for the needs and problemsof poor people in the Third World.CAFOD’s mission is to promotehuman development and socialjustice in witness to Christian faithand Gospel values. CAFOD raisesfunds to support development andrelief programmes throughoutAfrica, Asia and the Pacific, EasternEurope, Latin America and theCaribbean. Such programmes aimto empower people regardless oftheir race, gender, religion orpolitics. CAFOD seeks to raise publicawareness of poverty and injustice,increasing understanding of theinterdependence of rich and poor,and creating the will to changeunjust structures and lifestyles.

CAFOD acts as an advocate of thepoor, encouraging governmentsand international bodies to adoptpolicies which incorporate valuesof social justice.

About Christian AidChristian Aid is a major relief anddevelopment agency, committedto strengthening the pooroverseas. Christian Aid workswhere the need is greatest inmore than 50 countries worldwideand is the official agency of 40churches in Britain and Ireland.

Christian Aid works through localchurch and other organisations toovercome poverty and helpcommunities become selfsufficient. Christian Aid seeks toaddress the causes of poverty andencourages a wider support for itswork in Britain and Irelandthrough development educationand campaigning.

What we can offerResources and InformationBoth CAFOD and Christian Aidhave a comprehensive range ofpacks, fact sheets, games, posters,videos and worship materialssuitable for use by individuals ofall ages, or with adults and youngpeople in schools and communitygroups. Up-to-date catalogueslisting these are available fromboth organisations.

Local support CAFOD and Christian Aid’snetworks of regional offices arehappy to make contact with localgroups and individuals interestedin working for justice for theworld’s poor. If you would like aspeaker, workshops, displaymaterials or advice, ask to be putin touch.

Campaigning ideas Both CAFOD and Christian Aid runcampaigns to tackle global justiceissues of trade, aid and debt.Campaigning actions could be assimple as signing a postcard to anMP or setting up a discussion andaction group in your local area.

Christian Aid and CAFOD’s newcampaign encourages people tosupport Trade Justice.

For more information aboutCAFOD’s campaign visit: www.cafod.org.uk/get_involved/campaigning

And for Christian Aid’s campaignvisit: www.christian-aid.org.uk/campaign/

A range of new materials areavailable as part of this campaign.

12

The Trading Trainers Game is a lively simulation game that exploresthe way unfair trade and unstable economies directly affects the lives ofordinary people in developing countries.

In family groups, the players: make trainers to survive, are hounded bya loan shark, struggle to pay the bills, become very creative and try tokeep the family in order!

A game for 15 to 40 people, aged 13 and upwards.

Game devised in 1991 by Andrew Croggon, CAFODRevised and edited in 1996 by Barbara Crowther, CAFOD

Background facts and information from: “The Globe-Trotting Sports Shoe” by Peter Madden and Bethan Brookes, Christian Aid 1995 Financial Times (7 March 1996)The World - A Third World Guide 1995/6UNDP World Development Report 1995, Peru Development Report 2002World Bank Debt Tables 1995

These pages may be photocopied for use with a group and in order to play the game. For other reproduction purposes, permission must be sought beforehand from CAFOD.

© CAFOD 1996

Schools and Youth: schools@christian-aid.org

National Offices:London: PO Box 100, SE1 7RT Tel: 020 7620 4444

Belfast: PO Box 150, BT9 6AE Tel: 028 9038 1204

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Edinburgh: PO Box 11, EH1 1EL Tel: 0131 220 1254

Cardiff: PO Box 21, CF14 2DL Tel: 02920 614435

Website: www.christianaid.org.uk

Registered charity: 258003

Republic of Ireland charity number CHY 6998

Romero Close, Stockwell Road, London SW9 9TY

Tel: 020 7733 7900

Email: campaign@cafod.org.uk

Youth Email: youth@cafod.org.uk

Schools Email : schools@cafod.org.uk

For contact details of CAFOD Regional Offices, visit: http://www.cafod.org.uk/where_we_work/uk

Website: www.cafod.org.uk

Registered Charity Number: 285776

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